The impact of one individual on the performance of an organization has long been debated, and the debate has focused most recently on the controversy over compensation for CEOs. Jeffrey Pfeffer and Robert Sutton cite studies that maintain that no more than 10 percent of the performance of an organization can be attributed to its leader as opposed to other forces. Some might argue that that's a lot. There is also debate about the most important traits of leadership. Some recent studies continue to examine the personality and style attributes of effective leaders. Others are giving more emphasis to certain forms of intelligence.
Jim Collins concluded in his classic study, Good to Great, that among the most important attributes of leaders, people who John Kotter maintains achieve "extremely useful change," was the right mix of humility and a drive for success.
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